2 Abstract With fast developing economy today, knowledge becomes critical resource in organizations since it creates enterprises competitive advantages. Thus, the management of knowledge is highly valued as one of the strategic solutions to business success. In China, although the importance of knowledge management is already recognized by enterprises, its development and implementation still face constrains and obstacles. In high-tech industries, especially for IT companies, knowledge is considered as the key assets for the company to achieve higher competitiveness. Even though information technology provided good platform for knowledge management implementation in IT companies, its knowledge management influenced by various factors such as organizational culture, business process problems, interpersonal relationship and etc. As a result, knowledge management implementation ran into difficulties. The objectives of this thesis are to evaluate current knowledge management status in Chinese IT companies and then to provide possible solutions to improve the knowledge management implementation regarding the investigated results. Because of time and resource limitation, this thesis took Taobao, one of the leading IT companies in China to conduct the case study. To conduct the research, this thesis applied qualitative method. It conducted interviews of four employees in Taobao to collect data, and then use grounded theory method to analyze the results. After analysis, the thesis pointed out Taobao s current problems of knowledge management implementation and further provided possible solutions from following aspects including understanding of knowledge management, knowledge strategy, training, top management support, knowledge management process, network of experts, knowledge sharing and trustworthy personal relationship, information technology, employee involvement and motivation, and organizational culture in order to improve knowledge management implementation in Taobao. Keywords Knowledge management, knowledge sharing, task-based KM framework, knowledge management improvement

4 1. Introduction 1.1 Background Knowledge has been regarded as a critical resource in an enterprise that create competitive advantages (Hoskisson, Hitt, Wan & Yiu, 1999; Spender, 1996). The management of knowledge is recognized as strategic value of enterprises stocks of knowledge in different contexts (Sanchez & Heene, 1997). As its core, knowledge management (KM) is about recognizing the characteristics of the knowledge owned by firm, recognizing the process through which knowledge is converted into goods and services, and adapting management practices (including organizational structures) to these factors (Prusak, Matson 2006). In other words, KM focuses on an enterprise s ability to create, transfer and reuse the knowledge. Western firms have adopted KM as part of the business strategy in the organization during the past two decades. With the development of information and communication technology, KM is becoming a trend of management theory that sustainable competitive advantage of the enterprise stems from the scarce and valuable resources (Barney, 1991). Thus, the enterprise that owns the knowledge and produces the value containing more knowledge will be able to achieve a superior position in today s competing business environment. The goal of enterprise knowledge management is facilitating access to information and knowledge in organizations, groups, communities, business, research, and so on whenever it is needed (Kebede, 2010). With a fast growing economy, China has now become a major global player (Woo, 2008). Chinese high-priority effort to become a more knowledge-base economy and society indicated the increasing importance of KM (Burrows et al. 2005). The concept of KM was introduced in China until the late 1990s. Based on Western theories and experiences, Chinese researchers suggested involving KM in management in the early days of KM in China (Xu and Qang, 1998). However, Burrows (2005) pointed out, despite its significant importance in China, KM still face constrains and obstacles in development not by technological limitations, but influenced by psychological factors such as cultural values among groups and social levels. Although China has made significant growth on a knowledgebased economy, it is lagging behind compared to Western countries because Chinese culture provides a unique environmental influence on KM in business and management (Peng, Moffett, McAdam, 2010). According to a recent China KM Survey, Chinese KM practice is at its infancy and far from mature since many Chinese companies just started to apply KM practices from KM theory discussion (Saidi, 2007). Besides, not so many from the senior management team understand KM. They lack an operational plan as well as necessary KM skills to solve the problems. These are the primary obstacles for KM implementation in Chinese enterprises today. 1.2 Research Area In the period 1999 to 2000, KM began to be applied in management practices in China (Saidi, 2007). Nevertheless, the research indicates that the main reason for current low efficiency and effectiveness in state run companies is that the Chinese companies are still not aware of the importance of KM in the knowledge-based economy (Ye and Liu, 1999). In high-tech industries, especially for IT companies, the firms owning a higher technological and innovative capacity could achieve higher competitiveness than those without this capacity. Therefore, knowledge is considered as key asset in IT companies. When competing in IT business environment, knowledge management is very important for a company to gain its competence. Although IT often provides a platform for KM in Chinese enterprise, knowledge tends to be managed in an ad-hoc 1

5 manner based on context, rather than as a process, i.e. it depending more on relationships than on recognized process tasks and rules. Due to Chinese culture, KM activities in Chinese organizations are also influenced by the desire of both managers and employees to avoid conflict and loss of face, to respect hierarchical status. Moreover, KM is not integrated into business processes, ignoring the value chain of knowledge management applications; as a result, there is low participation of knowledge sharing from employees. The KM implemenation in Chinese IT companies fell into difficulties. Burstein and Linger highlighted three factors in the process of implementing KM: people, technology and policy (Burstein & Linger, 2006). Digman asserts that critical success factors are useful for structuring environmental analysis (Cristina, 2009). To identify the link between performance indicators and KM implementation, many KM experts and researchers summarized critical success factors impacting KM. For example, Davenport identified eight KM success factors such as technology infrastructure, organizational infrastructure, shared knowledge and etc. Beside, Ryan and Prybutok (2001) propose five success factors including open organizational culture; senior management leadership and commitment; employee involvement; teamwork and information systems infrastructure. Typically, critical success factors can be categorized into five primary categories: leadership; culture; structure, roles, and responsibilities; information technology infrastructure; and measurement (Hasanali, 2002). To further research on KM implementation, a recognized task-based KM framework has been developed at Monash University, in Melbourne, Australia, including six activities of knowledge management: capturing, storing, sharing, learning, exploiting and exploring knowledge (Burstein & Linger, 2006). 1.3 Research questions How does Chinese e-commerce company - Taobao implement KM today? Literature study including related basic concept and knowledge about KM, as well as current KM status investigation in China would be conducted. With those backgrounds, this thesis took a leading e-commerce business company Taobao as a case study to go deep research on its current KM implementation. With the data gathering from interview, the author analyzed and pointed out the problems upon the factors that may affect KM implementation. 1.4 Research Purpose The purpose of this research is evaluating the current status of knowledge management in Chinese IT companies and exploring the problems as a result to seek the possible solutions to improve the KM implementation. The results of this research can be utilized in self-improvement of knowledge management in Taobao, and also applied as a reference for other Chinese IT enterprises when they are trying to deploy knowledge management solution for the organization, so that potential obstacles can be avoided, whereas risks can be reduced as well. Upon the importance of knowledge management on IT company s competitive edge in competing business environment, this research could be regarded as a resolution to address problem if it exists, whereas achieve competitive advantages. 1.5 Delimitation of Study Knowledge management is critical for IT companies, in which the knowledge is the core for acquiring such competitive capacity. Since there are many Chinese IT companies and time is limited, this thesis could not conduct a thorough and comprehensive research. Thus the author chose one Chinese IT company Taobao as a case study to conduct this research to evaluate its current KM status based on those KM activities, and to find out the problems according to the factors affecting KM 2

6 implementation; as a result, to provide solutions in order to improve KM in Taobao. Taobao is a leading C2C (customer to customer) e-business company in China. It provides online auction service in its website to customers. In today s competing e-business market, Taobao has acquired more than 80% market share in e-business (http://www.taobao.com/about/intro.php). Due to the fact of non-existence of previous research in this company, so as to enhance its competence and improve on implementing KM, it is necessary to identify the main problems and provide suggestions to solve them. 2 Methodology 2.1 Choice of Method Generally, research methods can be classified into qualitative and quantitative research methods. As Michael D. Myers (1997) stated qualitative research methods such as observation, interviews, fieldwork and etc were developed in the social sciences to enable researchers to study social and cultural phenomena, while quantitative research methods such as survey, laboratory experiments and etc were originally developed in the natural sciences to study natural phenomena. Since quantitative methods which relied on statistics are used to gather quantitative data such as information dealing with numbers or anything that is measurable. In this thesis, it aimed to investigate the current status of KM implementation in Chinese IT companies and to provide solutions to improve KM implementation. Quantitative method is hard to describe the narrative facts and is not good at analyzing the logical content. The data of KM implementation included people s behavior and attitude, which are difficult to be researched in number or measurable data. Thus, qualitative research method with literature review and interview is used. Qualitative research methods are designed to help researchers recognize people and the social and cultural contexts within which they live (Michael D. Myers, 1997). Qualitative method is selected because it is suitable for researchers who only know roughly in advance what they are looking for, while quantitative method requires researchers know that exactly in advance. This research is mainly based on an in-depth case study of a Chinese IT company. In this thesis, it chose Taobao for the case study for two reasons. One reason is that Taobao is a typical Chinese IT company. Its founder and employees are all Chinese local people. Since its business strategy and operation method are Chinese style, it can represent for a lot of Chinese IT companies in some respects. The research object of this thesis is Chinese IT companies; therefore, a typical Chinese IT company like Taobao is meaningful for the research. The other reason is that as a leading company in Chinese IT industry, its knowledge management implementation is valuable as reference for other Chinese IT companies as empirical practice. The source data of the case study of Taobao was collected through semi-structured interview with four employees. The author wanted to grasp their opinion and perception about knowledge management implementation in the organization in order to evaluate and explore the current problems. With qualitative approach, conducting interview to discuss with the employees is a direct and perceptive way to gain their opinions and practical experience. 3

7 2.2 Application of Method Literature Review To achieve the research, at first, literature review would be performed in order to gain related knowledge. This included literature review on basic knowledge management concept, knowledge management development and status in Chinese IT enterprise, knowledge management success and failure factors on implementation. The systematic search approach to find related articles was broadly searching reference database through KTH/SU libraries (http://lib.kth.se) and through search engines like Google scholar (http://scholar.google.com). The author used tools like IEEE Xplorer and SpringerLink search websites to get some journals and thesis in this field. In order to reach the related information, the author used open queries, keywords such as knowledge management, knowledge management implementation, knowledge management in China, and combination of keywords like success factor, failure factor, etc. Not only the result of the literature search and review is used for conducting interview design, but also throughout in this thesis that all the articles used will be listed in the reference part Interview Regarding qualitative methodology, the interview that is commonly used in survey designs and in exploratory and descriptive studies is an important data gathering technique involving verbal communication between the researcher and the participant (Nigel, Fox, & Hunn, 2009). And semistructured interviews are useful to collect attitudinal information on a large scale, or when it is not possible to draw up a list of pre-codes because little is known about the subject area (Nigel, Fox, & Hunn, 2009). Based on the literature review, the author acknowledged some potential factors affecting the KM implementation in the organization. Regarding these factors, the author designed a semi-structured interview based on open-ended questions with the purpose of exploring the current status and problems of KM in Taobao. A semi-structured interview is used to explore the perceptions and opinions about complex and sensitive such as the interviewee s personal experience and objective viewpoint which is hard to be structured into formatted questionnaire (Barriball, 1994), as well as to detect ideas and general topics allowing for future investigation (Macpherson et al., 2004). Besides, the open-ended nature of the question defines the topic under investigation together with providing opportunities for the researcher and interviewee to discuss more details related to the topic (Nigel, Fox, & Hunn, 2009). The author conducted interview via phone call with four employees in Taobao who have rich knowledge management experience in different roles. The four employees are selected because the author needed to talk with the people having knowledge within the certain area in this topic so as to gain useful information for the research. Their real practical experience and opinion on KM area are valuable for this research thesis. Before the interview, advanced information that stated the aim of the interview was delivered to the interviewees for time efficiency. Except for the phone call, the author also contacted with the interviewees via if unclear information required to be clarified. The questions listed in the appendix were used to maintain the focus during the interview and some questions was modified according to the position and working role of the interviewees. The interview questions started from some general questions as followings in order to get brief acknowledgment about the interviewees background and responsibility, as well as their understanding on the concept of KM. - Could you introduce yourself and give a brief description about your position and major responsibility? - In your opinion, what is Knowledge Management? 4

8 - Do you think knowledge management is important to your organization? Why? If it is important, from which perspective? - What are the advantages and disadvantages of knowledge management in your organization currently? And in your opinion, how to improve the disadvantages? Then the questions that focused on were divided into six categories including technology infrastructure, organizational culture and environment, senior management support and leadership, trustworthy teamwork, employee training and involvement, mechanism (see table 1). These six categories stemmed from previous literature review study regarding factors, which may influence organization s KM implementation. Meanwhile, some questions based on Monash framework were asked in order to indicate how those KM activities implemented in Taobao. According to different working roles, additional questions were delivered to different employee. For example, the question Do you think the IT facility is sufficient to support the KM? And how does it support? was asked to IT support in order to know further about the impact of technology on KM. Except for those prepared questions, additional questions were stimulated according to the interviewees answer during the interviews so as to extract more information for further and comprehensive analysis. Table 1. Interview Questions in categories Category Question Technology infrastructure (information systems infrastructure) Organizational culture and environment Senior management support and leadership Trustworthy teamwork (personality relationship) Employee training and involvement Mechanism How do your organization use information systems to manage the knowledge? Is it any database or ICT (information and communication technology) tools to support it? Is any network for employee to contact and share the knowledge with others? Does the knowledge database upgrade, renew or integrate in time? In your opinion, does your company provide a trustful and open environment for knowledge sharing? Does the organizational culture encourage employees to develop, share and use the knowledge? Example. Does the senior management support or lead the knowledge management implementation? How? How is the teamwork in your organization? Do you think your colleagues are willing to share the knowledge? Why? Is any related training on knowledge management for employee? For example, the training of using knowledge management system/database to store or share the knowledge. In your point of view, do employees rely on the knowledge in their daily work? Does employees involve in learning, sharing and creating the knowledge? How do the employee share the tacit knowledge with others? What s your organization s knowledge management strategy? What s the purpose of implementing knowledge management in your company? For example, for storing the documents, exploring the internal experts to transfer the knowledge, reuse the 5

9 knowledge and etc. Is any knowledge management process in your company? For example, a knowledge management process including capturing, storing, sharing, learning, exploiting and exploring. Please provide details. Is any mechanism in your organization to motivate knowledge management? For example, link the performance measurement to knowledge management implementation? Findings Analysis The logical approach used for this research is induction where conclusions are drawn from qualitative analysis (Brash, 2010). To do analyze qualitative data, the author coded the interview transcripts firstly. From the transcripts, essential statements and opinions were selected and used as a foundation for evaluating and excavating the potential problems. To analyze the qualitative data, this thesis applied Grounded Theory method, which is used to discover or generate conceptual properties from context-based and process-oriented descriptions (Myers, 1997; Urquhart, 2001). Moreover, Monash framework was used to check whether those KM activities were implemented effectively. After finding analysis, solutions and suggestions were discussed and provided according to related problems at the end. When conducting the analysis, the author used grounded theory method to approach the qualitative research. Grounded Theory method is an inductive method of qualitative research which through a process of structured analysis to generate a generalizable idea from data (Lacey A. and Luff D, 2007). The five analysis stages are advocated by Lacey A. and Luff D. (2007). It is taken as following: Step One: Transcription All qualitative raw data from phone interview and communication was transcribed to text format, which was presented in Appendix B. Step Two and Step Three: Organizing data and Familiarization After transcription, it is important to organize the data into easily traceable sections. Since the author designed the interview questions into different sections, it was readily for late classification. As Lacey A. and Luff D. (2007) indicated, before the formal analysis began, narrative data should be summarized. The author clustered the phrases and summarized the statements in Chapter Four. Step Four: Coding After familiarization, the marked text was coded referring to the interview results. For example, Ling Shi said, Knowledge management is like a system which could transfer the knowledge and experience to the engineers, from engineer to engineer. Cao Zhang said, I think the meaning of knowledge management is to accumulate and transfer the knowledge. It could be marked Knowledge management transfers the knowledge and experience as a system and Knowledge management accumulates and transfer the knowledge as text sector. From these two text sectors, the author could identify a category about the concept of KM. Since the four interviewees were asked some same questions, in this step, the similar answers would be clustered and coded into the same category. Step Five: Themes Since the author applied grounded theory method, all the identified themes were created from the data. Although in the prior stages, the interview data was categorized into certain parts, it was just rough classification that required further analysis into emergent themes. For example, when the interviewees talked about advantages and disadvantages on KM, they mentioned that the successor could obtain the 6

10 knowledge and handle the work quickly through the KM system when someone was resigned. This content should be categorized into the theme Business process on KM since it described how Taobao implemented knowledge learning activity. Another example is that the interviewees pointed out, although the document management systems could store the knowledge, they were not integrated in a platform. From this, it could emerge the theme information technology that discussed how information technology influenced KM. Since this thesis aimed to evaluate the KM status in Taobao and to explore the factors affecting KM, the themes should be emerged from the angle of elements, which may affect KM in Taobao. 2.3 Ethical issue This research is a case study on a certain company, and it attempted to obtain individual opinion on specific issues. Although the employees of Taobao who accepted the interview didn t mind to enclose their name, the result showed in this thesis didn t represent Taobao s official remarks. Thus, in order to avoid any issue related to privacy protection and confidential information, if any individual or organization wants to publish or reprint this article, it should get the approval from the interviewees and Taobao Company. 2.4 Validity and reliability While regarding validity and reliability in qualitative research, patton (2001) pointed out that these two factors should be concerned about while the researcher designing a study, analyzing results and judging the quality of the study. The validity is influenced by the researcher s perception of validity in the study and the choice of paradigm assumption (Creswell and Miller, 2000). As a result, many concepts of validity were generated as terms such as quality, rigor and trustworthiness (Davies and Dodd, 2002). For example, patton (2001) stated quality case studies depending on the case selected and studied. In this thesis, it selected a Chinese IT company Taobao as a case to study KM implementation in China. Taobao was chosen because that, on one hand, it is a leading company in e- Business field; thus, its IT practices are valuable as a reference for other IT companies in same field who want to achieve a dominant position for business success. On the other hand, it is a typical chinese company. Thus, its some factors could be referred as a general sample for studying. With a proper case selected, this thesis would be valid to be a quality research. Lincoln and Guba (1985) explicated the term reliability and validity in qualitative paradigms as the terms credibility, neutrality or confirmability, consistency or dependability and applicability or transferability. In this research, it applied interview method to collect data and grounded theory for analysis. While gathering the data and transforming it to text, the author was objective and transcripted the raw data without any bias. Besides, the analysis was relied on the fact; the themes were emerged from the result. This case study research was meaningful since it could be used as a reference for other Chinese IT companies to implement KM practices. Thus, its transferability maximized the reliability of a quality study. 7

11 3 Extend Background 3.1 Task-based Knowledge Management Framework Knowledge is the key to drive the development of an organization in today s knowledge-based economy (Sunassee and Sewry, 2003). The type of knowledge could be distinct to tacit and explicit. While explicit knowledge comprises facts, theories, and sets of instructions which could be transferred across individuals, space, and time, tacit knowledge is primarily in nature that cannot be easily articulated or codified and transfer between people (Grant, 2002). Burstein and Linger introduced a task-based KM framework, which was developed from a task-based model of work. Task-based KM argues for a bottom-up approach to KM, which facilitates explicating of otherwise hidden, work practices (Burstein, Linger, Zanner, 2008). The Monash Taskbased KM framework includes six activities of knowledge management: capturing, storing, sharing, learning, exploiting and exploring knowledge to illustrate how knowledge works in an organization (F.X. Chen, 2006). Knowledge capturing is the beginning of KM. It requires the organization to know where and how can get the knowledge needed when it decides to implement KM strategies (F.X Chen, 2006). After capturing knowledge, the organizations should consider how to store it. Knowledge storing is the process of identifying, classifying, and storing knowledge and establishing repositories (F.X. Chen, 2006). Knowledge can be viewed as an item to be stored for future usage (Zack, 1999). Therefore, many organizations utilize IT to store knowledge in database so that employees could use it conveniently. Knowledge sharing is a very important activity. Becerra-Fernandez, Gonzalez, and Sabherwal (2004) determined that knowledge sharing is the process through which explicit or tacit knowledge is communicated to others. The knowledge is used effectively and efficiently only when knowledge is shared in daily work (F.X. Chen, 2006). Knowledge learning means that employees in the organization can learn explicit knowledge from documents, books, and other materials. Knowledge exploring and exploiting are the core activities when organizations develop KM projects in order to retain their competitive advantages (F.X. Chen, 2006). When the organization may need to create new knowledge to keep pace in the industry, it requires organization to be an explorer to create or acquire the knowledge to become and remain competitive in its strategic position. On the other hand, if knowledge resources and capabilities exceed the requirements of a competitive position, the organization could have opportunity to exploit knowledge (Zack, 1999) 3.2 Introduction of Taobao Taobao, which was set up in 2003 by Alibaba Group, is the biggest network retailer marketplace in Asia. It is a Chinese language website for online shopping, similar to ebay and Amazon. Currently, Taobao marketplace focus on C2C (Consumer to Consumer) and B2C (Business to Consumer). With 6 years development, Taobao already owned 170 million registered members until the end of 2009; this number is still increasing day by day (http://baike.baidu.com/view/3629.htm). According to statistics, The transaction amount of Taobao was up to 400 billion RMB in 2010 compared to billion RMB in 2009, becoming the biggest network retail marketplace in Asia. 8

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